Redefining Recruitment: How BHiveLive Cuts Hiring Time by 80%

Introduction

Recruitment in renewable energy is undergoing a transformation, and BHiveLive is at the center of it. In an industry where traditional hiring can take 30–45 days (Genius, 2024), it costs employers thousands of dollars, and often exclude the very people closest to the projects (Paychex, 2025), BHiveLive offers a new way forward. By harnessing automation, transparency, and a live pool of renewable energy professionals, the platform cuts hiring time by over 80% while ensuring workers are deployed locally, efficiently, and fairly (Corporate Navigators, 2025; SHRM, 2025).

From Frustration to Frictionless Recruitment

The founders of BHiveLive, Dave and Paul, experienced first-hand the inefficiencies of recruitment agencies and job boards. Too often, skilled professionals in Africa and other emerging markets were invisible to employers. Even when opportunities arose, the hiring process is outdated, slow, manual, and costly.

From this frustration came BHiveLive’s mission: to build the world’s first fully automated recruitment ecosystem dedicated to renewable energy and emerging markets. The goal is simple yet ambitious; make talent instantly visible, instantly accessible, and instantly deployable.

As the founders describe it:

“BHiveLive is the recruitment engine that never sleeps, making invisible talent visible to global opportunities at lightning speed.”

Africa’s Untapped Talent

Africa is at the heart of BHiveLive’s vision. The continent is home to a vast and growing workforce, with the World Bank (2023) projecting that Africa will have the world’s largest working-age population by 2035. Yet, many of these professionals remain underutilised or disconnected from the very projects happening in their own countries.

BHiveLive’s current waiting list already includes over 3,000 candidates, all sector-specific to renewable energy and adjacent industries. Unlike static CV databases, these profiles are dynamic. Candidates update their skills, certifications, and availability through automated reminders and AI nudges, ensuring employers see real-time readiness, not outdated résumés.

But BHiveLive’s focus is not simply about exporting African talent abroad. Its primary objective is to make Africa’s renewable energy workforce instantly available to projects in Africa first, while also enabling global employers coming into the continent to hire locally with ease. The vision is to close the gap between opportunity and availability; ensuring that when a solar or wind project is launched in Kenya, South Africa, or Nigeria, qualified local professionals can be hired in hours and days, not weeks.

Redefining Recruitment: 80% Faster, Value-Driven

Traditional recruitment can be cumbersome: advertising roles, waiting for applications, filtering CVs, conducting multiple interviews. On average, the process takes more than six weeks for technical roles (Corporate Navigators, 2025). BHiveLive compresses this into a matter of hours and days.

How? Through instant AI-powered matching. Employers search, view, and hire from a pre-vetted pool of renewable energy professionals who are already verified for skills and certifications. The result: up to 80–90% faster hiring cycles.

And unlike traditional agencies, BHiveLive operates on a “pay only for success” model. Employers incur costs only when they make a hire. This ensures value-driven recruitment: no upfront retainers, no wasted advertising spend, and no paying for failure.

This is not just about efficiency. It is about fairness and accountability; giving employers confidence while ensuring candidates are represented transparently.

Technology with Equality Built In

From the outset, BHiveLive’s technology has been designed to treat all candidates equally. Searches are conducted without bias, surfacing profiles based purely on skills, certifications, and availability. In doing so, the platform not only saves time but actively eliminates unconscious bias in the hiring process.

Looking ahead, future builds will continue to enhance automation, with predictive analytics to help employers plan workforce needs and even more intuitive tools for candidates. But the principle remains constant: a simple, frictionless “search → match → hire” flow that benefits both sides.

Why UK/Europe and Africa First?

BHiveLive has chosen to launch in Africa and the UK/Europe for a clear reason. In Europe, renewable energy projects are booming, but companies face acute skill shortages. In Africa, by contrast, there is a large pool of skilled but underutilised workers ready to contribute.

By focusing first on these two regions, BHiveLive bridges demand and supply in the most impactful way:

• For Africa: creating visibility for local workers and enabling them to secure opportunities on projects in their own countries and across Africa.
• For Europe: giving employers access to skilled professionals already trained in renewables.
• For global employers entering Africa: providing an easy way to staff projects with local hires, reducing costs and building community trust.

This dual strategy ensures that Africa’s workforce is not just available for export, but fully empowered to contribute to local energy transitions.

Scaling to 10x in 12 Months

The ambition is bold: to grow the African candidate base tenfold within the next year. This will be achieved through partnerships with universities, trade schools, and renewable energy associations across Africa’s key markets; Morocco, Kenya, South Africa, Nigeria, and beyond.

At the same time, BHiveLive is onboarding employers, starting with SMEs and mid-sized renewable firms through pilot programs. Early success stories will be leveraged to attract multinationals, demonstrating the power of hiring that is faster, more transparent, and risk-free.

Currently pre-revenue, the platform is transitioning to monetisation through subscription and pay-per-search models. The immediate goal is traction; the long-term vision is scale.

Impact Beyond Hiring

BHiveLive’s influence goes far beyond shortening hiring timelines. It represents a fundamental shift in how renewable energy projects can be staffed.

For African workers, it means visibility and access; no longer relying on fragmented networks or intermediaries. For employers, it means confidence and speed; hiring verified, project-ready professionals in hours and days. And for communities, it means renewable energy projects can launch faster and more effectively, with local participation at their core.

While global mobility remains an option for African workers, BHiveLive’s priority is making the global workforce instantly available to the projects nearest to them. This ensures African workers are hired locally first, strengthening local industries, building capacity, and driving sustainable growth.

Differentiation in a Crowded Market

The recruitment / HR technology space is crowded, but BHiveLive stands apart. It is not a job board. It is not an agency. It is a recruitment ecosystem purpose-built for renewable energy.

Where job boards are generic and agencies are slow and costly, BHiveLive offers something unique:

• Sector-specific relevance in renewables and beyond.
• Always-on automation.
• Transparent, outcome-based pricing.

This is why BHiveLive describes itself as the recruitment engine that never sleeps; continuously connecting people and projects.

Looking Ahead

The next 12 months will be pivotal. BHiveLive aims to scale its candidate base, convert employers into paying clients, and demonstrate proof of concept at scale. Its longer-term ambition is global: to become the leading recruitment platform for renewable energy worldwide.

But at its heart, BHiveLive remains focused on Africa. By unlocking the power of local talent, reducing barriers to hiring, and ensuring fairness for both sides, the platform positions itself as a critical enabler of Africa’s clean energy future.

Conclusion

Recruitment should not be a bottleneck. It should be instant, fair, and value-driven. That is the promise of BHiveLive.

By connecting 3,000 (and soon tens of thousands) of renewable energy professionals to projects in Africa and beyond, and by cutting hiring times by over 80%, BHiveLive is redefining how the renewable energy workforce is seen and mobilised.

For workers, it means visibility. For employers, it means efficiency. And for the renewable energy industry, it means projects can move forward faster, with the right people in the right place at the right time.

In short, BHiveLive is changing the future of hiring; in Africa, for Africa, and for the world.

In a candid and insightful conversation, Mike Mangnall, Managing Director of PNE South Africa, sits down with Tony Tiyou, CEO and Editor-in-Chief of Renewables in Africa, to unpack the shifting tides of renewable energy in South Africa, and what it means for the continent. From adapting to grid constraints and rebranding for global alignment, to unlocking opportunities in private PPAs, battery storage, and the Just Energy Transition, this interview offers a grounded yet forward-looking view into one of Africa’s most ambitious project developers. Expect strategic depth, on-the-ground realities, and bold ambitions for a cleaner, smarter energy future.

INTERVIEW

TT: What prompted the rebrand from WKN Windcurrent to PNE South Africa, and how does it position you for the next phase of growth?

MM: The rebrand was driven by a company-wide, strategic alignment with the global PNE Group brand, reflecting our evolution and long-term growth ambitions in the renewable energy sector. As part of the internationally recognized PNE AG, the rebrand allows us to fully leverage the group’s global expertise, resources, and reputation while reinforcing our commitment to the South African energy market. This transition positions us for the next phase of growth by enhancing our credibility with stakeholders, including investors, government entities and local communities.

TT: How does being part of the global PNE Group enhance your capabilities and competitiveness in the South African market?

MM: Being part of the global PNE Group significantly enhances our capabilities and competitiveness in the South African market by giving us access to decades of international project development experience, technical expertise, and financial strength. PNE Group’s global footprint and track record in developing, constructing, owning and operating renewable energy projects across multiple continents allows us to bring proven best practices, innovation, and operational excellence to the local South African context. Ultimately, it ensures we remain a trusted, resilient project development partner in South Africa’s energy transition.

TT: With South Africa’s Just Energy Transition (JET) and evolving regulations, what key opportunities or trends are you most excited about right now?

MM: There are currently many exciting opportunities and trends in the market. One of the most transformative is the ongoing rise of the private power market. Corporate and industrial users are actively seeking long-term renewable energy supply to decarbonize their operations, reduce energy costs and secure supply, which has driven a surge in bilateral Power Purchase Agreements (PPAs). The recent emergence of electricity traders and aggregators, which is creating more flexible, multi-buyer, multi-seller procurement frameworks, is playing a vital role in further enabling this market. For project developers like PNE South Africa, this has opened up an even larger demand for our well-developed wind, solar and battery energy storage projects.

MM: Recent regulatory reforms have also made it easier for private generators to wheel power across the grid to end users, which enables decentralized, site-specific energy solutions and supports regional economic and industrial growth. Further to this, the country is moving toward a liberalised, competitive Wholesale Electricity Market (WEM), which will allow multiple generators and buyers to trade electricity freely via a centralized platform, which should further help facilitate a Just Energy Transition and further accelerate the addition of renewable energy to the South African electricity mix.

MM: We anticipate that Battery Energy Storage Systems (BESS) will play an essential role in the future energy market, for grid stability, renewables dispatchability and other ancillary services, hence expanded government tenders and regulatory support for stand-alone and co-located BESS systems are expected. Lastly, the government’s renewed commitment to the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP), with the announcement of Round 8 potentially expected in late-2025, continues to stimulate investor interest despite the current grid capacity constraints in large parts of the country.

TT: Grid constraints have slowed wind and solar development—how is PNE adapting its strategy in response?

MM: Grid constraints are undoubtedly the most significant challenge to scaling up wind energy in South Africa, particularly in high-resource provinces like the Eastern, Western, and Northern Cape. The same issue has more-recently also been negatively impacting the solar industry’s growth, with grid capacity in provinces like the Free State and North West being heavily congested. However, these challenges are also resulting in a more agile, forward-looking approach to project development—and at PNE South Africa, we are adapting our strategy accordingly. We are diversifying our project pipeline to proactively include sites across multiple provinces and grid corridors to spread the risks associated with development. Our project team and consultants engage early with Eskom and the National Transmission Company of South Africa (NTCSA) to assess grid availability, navigate connection processes, and align with future infrastructure expansion plans. The introduction of Independent Transmission Projects (ITPs) as a long-term structural solution to grid bottlenecks is being closely monitored.

MM: Furthermore, the recent approval of the Congestion Curtailment Regime (CCR) marked a pivotal step forward as it will allow projects in constrained areas to connect to the grid under a managed curtailment framework. This unlocks previously stranded capacity and gives developers, like PNE South Africa, the opportunity to move forward with projects in these areas in the near future.

TT: Your pipeline exceeds 5 GW, including major solar and hydrogen projects—can you share what sets your approach apart in developing these assets?

MM: We’re proud of our growing pipeline of wind, solar PV, battery storage, and green hydrogen projects in various stages of development across South Africa. Beyond a development budget allowing for significant pipeline scale, what possibly differentiates us is our strategic approach, which combines global experience with local agility, long-term thinking, and commitment to quality and impact. Our sale projects are not just technically viable—they are financially robust, grid-aligned, and close to execution-ready. We focus on early-stage rigor in permitting, land use, grid studies, and stakeholder engagement to reduce risk and ensure bankability.

MM: As part of the PNE Group, a global renewable energy company with over 30 years of experience across Europe, the Americas, and Africa, we bring international best practices, technical depth, and financial acumen. At the same time, we’re a South African team, on the ground and deeply engaged with local stakeholders, partners, and regulators.

TT: The recent success with the Khauta PV projects and previous wind developments shows momentum—what’s next in your rollout?

MM: Yes, thank you, we are delighted that the PNE-developed Khauta 240MW South and 110MW West PV projects in the Free State, that we sold to NOA in 2024, recently achieved Financial Close and have commenced construction. Another smaller (60MW) PV project, also sold in 2024 and located in the Free State, is progressing well through the various milestones required for Financial Close. Similarly, a 140MW wind farm located in the Eastern Cape, is also now again progressing well following its sale to a well-known IPP in 2021. Furthermore, additional wind and solar project sales processes are currently underway.

TT: How do you ensure that global engineering expertise translates effectively to the South African context?

MM: As part of the international PNE Group, we have access to deep engineering, technical, and project execution expertise. But we are equally committed to ensuring that this knowledge is contextualized, relevant, and responsive to South African conditions. We maintain a South Africa-based development and engineering team that leads all local projects end-to-end. This team works in close collaboration with our global technical specialists, leveraging international know-how in areas like wind resource modelling, plant design, storage optimization, and green hydrogen systems, while ensuring local priorities, constraints, and regulatory frameworks are fully incorporated.

TT: What steps is PNE South Africa taking to align with Just Energy Transition principles—particularly job creation and local content?

MM: At PNE South Africa, while we are not usually the final project owners, we nevertheless believe the transition to clean energy must be inclusive, equitable, and locally empowering. As the “early-stage” developer of the projects, we aim to engage local stakeholders and communities from the earliest stages of project development, ensuring that they are informed and included. This lays the groundwork for the investors/buyers of our projects (IPPs, traders and aggregators) to deliver on much needed local job creation across the project’s value chain, within a well-coordinated local content strategy.

TT: Looking ahead, what legacy do you hope to leave in South Africa’s renewable energy landscape?

MM: We want to leave a legacy for developing renewable energy projects that stand the test of time— technically sound, financially bankable, environmentally responsible, and socially inclusive. Working in close partnerships with our highly valued project investors, our focus is on consistently delivering well-diversified and robust projects for sale that provide long-term value to the ultimate asset owners, off-takers, economy, and the communities around them.

Introduction

In the winding streets of Cotonou, the bustling markets of Kigali, the rushing, fast paced busy streets of Nairobi and the gridlocked lanes of Lagos, a quiet shift is underway. Motorcycles, those ever-present symbols of mobility, enterprise, and hustle, are beginning to shed their fossil-fueled past. In their place, a new electric hum is emerging. And leading this transformation is Spiro, Africa’s most ambitious and grounded e-mobility pioneer.

What began as a focused initiative to bring affordable, clean transport to West Africa has blossomed into a movement redefining how Africans move, work, and power their cities. Today, Spiro is present in countries as diverse as Benin, Togo, Nigeria, Kenya, Uganda, and Rwanda, and it has set its sights on North Africa, marked by its recent participation in the Morocco Energy Week Summit.

But to view Spiro as just another electric bike manufacturer would be to miss the point entirely.

Not Just Bikes: A Holistic Vision for Mobility

Spiro’s story didn’t begin with sleek branding or glossy product launches; it began with quiet observation and deep listening. From its earliest days navigating the streets of Cotonou, it was never about simply introducing electric vehicles. It was about understanding the very backbone of African urban life: the riders.

What started as a modest effort to explore clean alternatives in West Africa quickly evolved into a mission to transform mobility across the continent. In city after city, from the bustling energy of Lomé to the kinetic pulse of Nairobi, Spiro’s team rode alongside gig workers, delivery riders, and small business owners. They listened to frustrations about fuel prices, breakdowns, and long days made longer by mechanical failures. And from those stories, a solution began to take shape, not imported, but inspired and built from within.

Spiro’s electric two-wheelers are designed not just to run on battery power, but to run on context. Built for Africa’s terrain, tailored to its economic rhythms, and supported by infrastructure that understands the realities on the ground, they are more than vehicles. They are part of a broader platform, one that combines robust manufacturing, dense charging networks, digital integration, and economic inclusion.

This is where Spiro separates itself. It isn’t pushing prepackaged innovation onto a continent. It’s co-creating a new model with it, leaning on local assembly, training youth in EV tech, and building charging infrastructure in the places most companies overlook. From the inside out, Spiro is proving that African mobility doesn’t need to mimic global solutions, it can lead with its own.

At the center of it all is a belief: that meaningful mobility is not just about how we move, but how movement can change what’s possible.

Why Africa? Why Now?

Africa stands at a pivotal moment in its development story. The continent’s cities are swelling, driven by youth-led population growth, rural-to-urban migration, and the swelling tide of entrepreneurship. In these urban spaces, mobility isn’t a luxury. It’s a necessity. And for millions, two-wheelers have become the most accessible, reliable, and versatile means of transport. They carry goods, deliver meals, shuttle children to school, and enable livelihoods for a vast informal workforce that powers Africa’s daily economy.

Yet, the dependence on traditional internal combustion engine motorcycles comes at a steep cost. Fossil fuel prices are volatile, often dictated by global markets far removed from local realities. Riders, many of whom operate on razor-thin margins, feel the brunt of these fluctuations daily. Add to that the health and environmental implications: poor air quality in major cities, rising emissions, and noise pollution that affects not just lungs, but overall quality of life.

Spiro steps into this space not with abstract solutions, but with a deep understanding of what’s at stake. It recognizes that in Africa, two-wheelers are not mere machines, they are economic engines, mobile offices, family vehicles, and community lifelines. Electrifying this sector doesn’t just tick a sustainability box. It touches lives, reduces operational costs for everyday people, and opens up a new pathway for economic dignity.

By offering electric alternatives, Spiro is not only addressing climate goals, it is helping build economic resilience. Riders can save more, reduce downtime with fewer mechanical issues, and extend the lifespan of their vehicles. Nations that have long struggled with massive fuel import bills can now envision a different future, one that replaces dependency with self-sufficiency, one that places clean energy at the heart of urban planning.

The moment is urgent. The momentum is here. And the question is no longer whether Africa can lead in clean mobility, but how quickly it will, and who will walk with it. Spiro is choosing to be part of that walk, not as a visitor, but as a partner.

Beyond the Plug: Infrastructure That Works for Everyone

One of the most remarkable elements of Spiro’s expansion is its attention to the charging dilemma. While range anxiety is a buzzword in electric mobility conversations, for African riders, the concern is deeply practical. Where will I charge my bike? Will I wait hours? What if power is inconsistent?

Spiro has answered these questions with Africa’s largest and smartest charging network, one that includes both fast-charging and battery-swapping stations. These are not confined to major capitals, they’re being deployed in tier-two cities and peri-urban areas, ensuring equitable access.

And it doesn’t stop there. With the rollout of CredTrack, a platform allowing financial institutions to monitor and manage their vehicle assets, and CatchMoto, a soon-to-launch ride-hailing service, Spiro is stitching together a comprehensive ecosystem. The tech is not ornamental, it’s functional, it’s secure, and it serves a purpose.

People First: Training, Jobs, and Pride

In conversations with Spiro’s leadership, one theme surfaces repeatedly: dignity. It’s not enough to build clean vehicles. It’s about who builds them. Who maintains them. Who profits from them.

That’s where Spiro Academy comes in. Launched with the aim of training youth and women across Africa, the Academy provides skills in EV maintenance, battery management, and diagnostics, skills that are increasingly valuable in a continent pivoting toward clean energy.

This isn’t corporate social responsibility, this is strategy. A local workforce is a resilient workforce. In Nairobi, young technicians proudly walk through Spiro’s EV Park, tools in hand. In Cotonou, a new generation of women is entering what was once a male-dominated mechanical space.

The impact goes beyond employment. It’s about giving people a stake in the future, and letting them build it with their own hands.

Looking North: Why Morocco Matters

Spiro’s participation in Morocco Energy Week Summit was not merely symbolic. Morocco, with its clear national goals for carbon neutrality by 2050, a sophisticated policy environment, and a burgeoning two-wheeler market, is poised to play a pivotal role in Africa’s e-mobility journey.

The summit offered a platform for dialogue, with policymakers, financiers, and local entrepreneurs. It also provided a space to share learnings from across the continent and explore how Morocco could benefit from similar EV infrastructure, local assembly hubs, and job training programs.

While Spiro remains in the exploratory phase in Morocco, its interest is backed by experience. If partnerships solidify, Morocco could join the likes of Kenya and Nigeria in becoming an EV manufacturing and deployment leader on the continent.

What Sets Spiro Apart

What makes Spiro unique isn’t just technology, but intentionality. It doesn’t aim to impress with flashy apps or investor decks. Its success is measured in kilometers traveled, fuel saved, emissions reduced, and, most importantly, lives improved.

Every patent filed (and there are over 30), every bike assembled, and every training session delivered feeds into a vision that is larger than transport. It is about how Africa moves toward a future that is cleaner, fairer, and built on its own terms.

A Final Word

In many ways, the Spiro story is a metaphor for Africa itself: resilient, practical, and ambitiously forward-looking. It doesn’t chase global trends; it defines its own. From the vibrant roads of Kigali to the sunlit avenues of Casablanca, Spiro continues to expand with a clarity of purpose: to deliver mobility that moves people, not just in distance, but in dignity, opportunity, and impact.

The Green Gold Rush

In the foothills of the Democratic Republic of Congo, young men descend into narrow mine shafts in search of cobalt, the very mineral powering electric cars in Europe and North America. Thousands of kilometers away, diplomats are drafting critical minerals agreements. Tech CEOs are making bullish claims about battery breakthroughs. And in the background, a familiar pattern is unfolding.

For those with a sense of history, it feels like déjà vu. The energy world, once ruled by oil barons and petrostates, is being reshaped by a new class of commodities: lithium, cobalt, nickel, and rare earths. Clean tech is no longer niche; it’s the new global frontier. But here’s the question: are we just replacing one extractive empire with another?

The Shift from Black Gold to Green Minerals

Oil powered the 20th century. It shaped geopolitics, sparked wars, and created immense wealth, and inequality. But as the world races toward net-zero, attention is shifting to the raw materials of the clean energy transition.

• Lithium is essential for EV batteries.
• Cobalt ensures battery stability.
• Rare earths are vital for wind turbines and electric motors.
• Copper and nickel are the veins and arteries of a low-carbon world.

These minerals aren’t just important, they’re critical. The International Energy Agency projects that demand for these materials could grow sixfold by 2040 if climate goals are met. The stakes are high. And so is the competition.

New Dependencies, Old Patterns

Today, more than 60% of global cobalt comes from the DRC. Over 80% of rare earth processing happens in China. Lithium? Mostly sourced from Australia, Chile, and increasingly, Argentina.

This creates new dependencies; ones that eerily mirror the past. Back then, it was oil flowing from the Middle East. Today, it’s lithium from the Andes, cobalt from Katanga, and graphite from Chinese factories.

Once again, the Global South holds the resources, and the Global North holds the technology and capital. Without intervention, this dynamic could reproduce the same patterns of exploitation, resource curses, and external control.

The Politics of Clean Extraction

What does a just transition look like when clean energy rests on the backs of miners in fragile states? When governments in Africa and South America sign contracts they can barely negotiate? When local communities see none of the benefits?

The rhetoric around green growth is noble. But the reality often feels like colonialism with solar panels. Multinationals race to secure offtake agreements. Venture capitalists flood battery startups. Meanwhile, artisanal miners risk their lives without helmets, insurance, or fair wages.

To avoid repeating the mistakes of the fossil fuel era, extraction must be transparent, regulated, and fair. Countries must demand local value-addition, not just raw exports. Communities must have a say, and a stake, in the minerals beneath their feet.

Resource Wars, Redux?

If this sounds alarmist, consider this: supply chains for green tech are already becoming flashpoints. The U.S. has designated critical minerals as a national security issue. China’s export restrictions on graphite and rare earths have shaken markets. The EU is pushing strategic autonomy in battery supply chains.

In short, we’re seeing the early signs of resource nationalism, and potential conflict. Just as oil pipelines once defined geopolitics, rare earth supply chains may now shape 21st-century diplomacy.

Are we ready for what comes next?

A Future Worth Fighting For

But it doesn’t have to go this way. We can build a clean energy future that avoids the worst of the oil age. That means:

• Investing in recycling and circular economies for batteries and metals
• Supporting local beneficiation and manufacturing in mineral-rich countries
• Creating transparent global standards for ethical sourcing
• Funding indigenous rights and community benefit-sharing mechanisms

The minerals under the ground may be the same, but the systems we build around them don’t have to be.

Conclusion: Green Without Greed

The clean energy transition is not just a technological challenge; it’s a moral one. If green tech becomes the new oil, we must ensure that it doesn’t bring the same baggage: war, inequality, and exploitation. Because powering a sustainable world should never come at the cost of justice.

Amid immense untapped potential and persistent electrification gaps, Africa’s energy future is entering a decisive phase. The United Arab Emirates, combining financial strength with diplomatic finesse, is emerging as a catalyst reshaping the continent’s renewable energy landscape.

Africa holds nearly 39% of the world’s renewable energy potential. Yet, paradoxically, over 600 million Africans continue to live without reliable access to electricity. While global investment into clean energy has accelerated, Africa’s structural fragilities, as political volatility, infrastructural deficiencies, and complex regulatory environments, continue to hamper large-scale capital flows. Traditionally, these risks have led international investors to shy away or adopt a cautious posture. Against this backdrop, the UAE has charted a different course: deploying significant capital, embracing sophisticated risk management, and integrating energy investment into a broader diplomatic and economic engagement strategy across the continent.

De-risking Renewable Energy: The Architecture of Emirati Investment Strategy

Rather than treating Africa’s challenges as insurmountable obstacles, Emirati firms have adopted an approach built on de-risking investment environments through financial engineering and strategic partnerships. Between 2019 and 2023, the UAE invested USD 110 billion across Africa, with USD 72 billion specifically earmarked for renewable energy projects, outpacing traditional economic partners such as China, France, and the United Kingdom.

This capital was not deployed haphazardly. It reflects a carefully constructed financial architecture blending sovereign wealth, private equity, and development finance instruments. Public-private partnerships, blended finance schemes, and risk-sharing mechanisms enable Emirati firms to mitigate volatility while maximising project bankability. Programs such as Etihad 7, launched at the Abu Dhabi Sustainability Week in 2022, typify this approach. Targeting the provision of clean electricity to 100 million Africans by 2035, Etihad 7 operates through a network of bilateral agreements, prioritising regulatory engagement and project structuring tailored to each national context.

Beyond financial structuring, Emirati actors have also systematically built technical capacity and political goodwill, essential assets in navigating Africa’s heterogeneous markets.

Sectoral Leadership and Project Execution Capacity

At the heart of the UAE’s African renewable energy drive is Masdar, the flagship clean energy company under Mubadala Investment Corporation. Since 2013, when Masdar commissioned a 15 MW solar photovoltaic plant in Mauritania, the company has progressively expanded its African footprint. Major projects include the Noor Midelt solar complex in Morocco, a pioneering 800 MW hybrid solar and storage project executed in collaboration with France’s EDF Renewables, and the recent agreements to develop a 500 MW solar plant in Ethiopia and a USD 2 billion project in Zambia.

In 2023, Masdar announced a strategic commitment to invest USD 10 billion in renewable energy across Africa, targeting the delivery of 10 GW of capacity by 2030. Priority markets include Angola, Mozambique, Uganda, and the Republic of Congo. In parallel, Masdar’s joint venture with Egypt’s Infinity Energy, Infinity Power, secured its leadership position by acquiring Lekela Power, a company operating wind assets across Egypt, Senegal, and South Africa. The acquisition represents a strategic consolidation of renewable energy assets, strengthening regional integration and operational scale.

Alongside Masdar, AMEA Power, founded by Al Nowais Investments in 2014, has emerged as a highly agile player. It has commissioned large-scale projects such as the 50 MW Blitta solar plant in Togo, the largest in West Africa, and the Zina solar facility in Burkina Faso, alongside the Bondoukou solar plant in Côte d’Ivoire, the first privately-owned solar plant in the country. AMEA’s portfolio reflects a deliberate focus on markets traditionally underserved by major international investors, with expansions into East Africa through a USD 800 million geothermal facility in Kenya and ongoing solar projects in Ethiopia and Uganda.

Complementing these actors, Phanes Group has built a strong position in rural electrification and smaller-scale solar projects. With operations in Niger, Ghana, Guinea, Mali, Mozambique, and a new facility under construction in Malawi, Phanes targets decentralised energy solutions critical to addressing Africa’s widespread energy access gaps.

Strategic Diplomatic Initiatives and Global Energy Leadership

The UAE’s renewable energy initiatives in Africa are not limited to commercial imperatives; they are embedded within a broader diplomatic and strategic framework. Hosting COP28 in Dubai in 2023 provided the UAE with a global platform to reaffirm its climate leadership credentials, culminating in a pledge of USD 4.5 billion to support Africa’s energy transition.

Initiatives such as Etihad 7 go beyond financing and aim to build enduring partnerships with African states, aligning project objectives with national development plans and climate strategies. Through sustained diplomatic engagement, the UAE has positioned itself not merely as a financier but as a long-term development partner, offering technical expertise, regulatory support, and access to global climate finance mechanisms.

This integrated approach enhances the resilience of Emirati investments. Projects are designed with local ownership and operational sustainability in mind, reducing the political and operational risks that have historically undermined large infrastructure projects on the continent.

Furthermore, the UAE’s willingness to invest in politically fragile and emerging markets, including Burkina Faso, Chad, Guinea, Mali, Mozambique, and Niger—reflects a strategic calculation: that first-mover advantage in these high-potential, undercapitalised markets will yield long-term geopolitical and economic dividends.

A Renewable Breakthrough

The International Renewable Energy Agency highlights that installed renewable energy capacity rose by 91% across Africa during the 2014-2023 timeframe, with IRENA advocating for more investments to be undertaken on the continent. This is justified by Africa’s growing population – which will be an estimated 2.5 billion by 2050 – and its expanding energy needs. Meeting this demand sustainably is not merely an environmental imperative but an economic necessity. The UAE’s approach, characterized by financial innovation, operational discipline, and diplomatic outreach, offers a credible model for scaling renewable energy deployment across the continent.

Crucially, it also repositions Africa within the global energy transition narrative. Rather than being seen solely as a recipient of aid or concessional finance, Africa emerges as a dynamic investment frontier, capable of driving its own energy future, with strategic partners like the UAE playing a catalytic role.

By blending capital strength, technical expertise, and diplomatic agility, the UAE is not only investing in Africa’s energy sector, but also in Africa’s future.

The Promise and the Paradox

It all sounds simple enough. We swap fossil fuels for clean energy, the air gets cleaner, the planet cools down, and the world becomes a fairer place. But somewhere between this rosy vision and the real world, there’s a messy truth renewable energy depends on global supply chains that are neither green nor just.

In late 2024, a community mini-grid project in Malawi came to a standstill. Why? The solar inverters, ordered months in advance, were stuck in a port halfway around the world. No power, no progress. This isn’t just a logistical hiccup. It’s the result of a fractured global system where clean energy hardware zigzags across continents before lighting a single bulb.

And yet, the irony is brutal. As the world races to decarbonize, the very tools we need to do it—solar panels, wind turbines, battery storage are trapped in a geopolitical traffic jam.

The Anatomy of a Global Renewable Supply Chain

Take a typical solar panel. The polysilicon might come from China, the silver from Peru, the assembly from Vietnam, the inverter from Germany. Each of these elements moves through dozens of hands, hundreds of checkpoints, and now thanks to tariffs and export restrictions mountains of red tape.

Global supply chains have made renewable technology cheaper over the years. But that cost-saving came at the price of resilience. COVID-19 was a wake-up call. The Ukraine war and escalating U.S.-China trade tensions have made the situation worse. In 2025, the U.S. doubled tariffs on Chinese solar goods, accusing Beijing of market dumping. Europe followed suit. China, in return, clamped down on exports of critical minerals like gallium and graphite. The result? A global clean energy standoff.

So what does this mean for the just energy transition? It means the Global South, already on the margins of energy access, is being priced out of the future.

Why Can’t Africa Manufacture Its Own Components?

It’s a fair question. If global supply chains are so vulnerable, why can’t Africa build its own solar panels and wind turbines?

The answer is both frustrating and revealing. First, manufacturing requires economies of scale. Countries like China didn’t become renewable powerhouses overnight. They spent decades investing in infrastructure, subsidizing companies, and absorbing losses. African nations, burdened by debt and currency volatility, don’t have that luxury.

Second, global trade rules don’t favor new entrants. Export standards, intellectual property barriers, and the sheer dominance of existing players create steep entry barriers. Try setting up a solar factory in Nigeria or Kenya and you’ll hit walls from high import duties on raw materials to unreliable electricity (the ultimate irony).

And let’s not forget finance. Renewable manufacturing is capital intensive. Many African countries struggle to attract private investment due to perceptions of risk. Multilateral funding, while helpful, often arrives wrapped in red tape.

Still, things are shifting. Egypt is scaling up wind blade manufacturing. South Africa has seen early success in localizing solar assembly. But these are the exceptions, not the norm.

The Trade Trap: Protectionism vs Progress

Supporters of tariffs argue that they protect local jobs and promote national security. But in clean energy, the logic doesn’t always hold. When the U.S. slapped tariffs on Southeast Asian solar panels, global prices surged. Projects stalled. Smaller nations, who had no dog in the trade fight, suffered.

Trade protectionism also fractures the global climate response. Instead of sharing solutions, countries hoard technology. The energy transition becomes a zero-sum game.

This isn’t just unfair, it’s dangerous. The IEA says we must triple renewable capacity by 2030 to stay within the 1.5°C warming limit. Every delay, every disruption, every tariff widens the gap.

A Just Transition Needs Just Trade

If the world is serious about climate justice, trade rules need a reboot. Clean energy goods should be treated as global public goods free from excessive tariffs and export bans.

We also need climate-aligned trade agreements that guarantee access to essential technologies for the Global South. Imagine a global clean tech waiver, where countries commit to tariff-free flows of solar, wind, and battery components. It’s not just possible it’s essential.

And we need to build regional supply chains. Africa doesn’t need to manufacture every component, but it can assemble, install, and innovate locally. The African Continental Free Trade Area (AfCFTA) is a chance to build internal resilience and reduce external dependency.

The Human Cost of Delay

Every stalled project is more than just a spreadsheet entry. It’s a child studying under candlelight. It’s a midwife delivering babies in the dark. It’s a farmer losing crops for lack of cold storage.

In Zambia, a solar-powered clinic waited eight months for a part blocked by customs issues. In the DRC, a mini-grid operator shut down because they couldn’t replace batteries caught in a supply freeze. These aren’t exceptions—they’re symptoms of a broken model.

Conclusion: The Urgency of Now

The energy transition is the greatest infrastructure project in human history. But it cannot succeed if built on a system that leaves half the world behind. Global supply chains can either be the arteries of a green future or the choke points of a failed one. The choice is ours.

If we want the just energy transition to mean something more than a buzzword, we must redesign trade policy, rethink manufacturing, and reimagine cooperation. Because a clean energy future that isn’t fair, isn’t one worth building.

Introduction

The global push for a just energy transition: a shift from fossil fuels to renewable energy in a socially equitable way is increasingly clashing with protectionist trade policies, particularly the rising wave of tariffs on clean energy components. While tariffs are often intended to protect domestic industries and respond to geopolitical tensions, they may inadvertently delay or distort efforts to combat climate change fairly. This article critically explores the impact of recent tariff regimes, particularly those introduced by the United States, and their global ripple effects on the just energy transition.

Understanding the Just Energy Transition

The “just” component of the energy transition emphasizes equity, fairness, and inclusivity. It aims to ensure that the shift to a low-carbon future does not marginalize vulnerable communities or nations. Its key pillars include:

• Ensuring universal access to affordable clean energy
• Protecting workers and ensuring decent green jobs across the value chain
• Supporting developing countries with the financing, infrastructure, and technological transfer required for equitable participation in the global energy shift

However, the growing use of tariffs, particularly in the clean energy sector, presents a significant challenge to this vision. Tariffs, by design, raise the cost of imported goods. When applied to renewable energy components such as solar panels, wind turbines, or battery inputs, they can stall progress and deepen global inequality.

Recent Tariff Trends: A Snapshot

In 2025, the United States expanded its tariffs on imported solar modules, critical minerals like lithium and cobalt, and components vital to battery storage and grid infrastructure. These measures were introduced as part of a dual narrative: enhancing national security and stimulating domestic manufacturing. At face value, these goals appear reasonable. Yet, the broader consequences ripple far beyond U.S. borders.

Europe followed suit, enacting its own set of trade barriers aimed largely at green technology imports from China. The EU has argued that Chinese state-backed subsidies have led to unfair market advantages and overproduction, distorting global competition. In retaliation, China has begun shifting segments of its green tech production to Southeast Asia to avoid direct tariffs.

These global trade maneuvers are fragmenting the clean energy supply chain and creating inefficiencies at a critical time. The resulting fragmented market undermines economies of scale and disrupts the global flow of affordable clean energy technologies—technologies that are crucial for accelerating the energy transition, especially in developing countries.

1. Rising Costs and the Inflationary Feedback Loop

Tariffs inevitably lead to higher prices. In the context of clean energy, these higher prices are pushing solar, wind, and storage technologies further out of reach for many.

• Solar energy: According to the Solar Energy Industries Association (SEIA), U.S. tariffs on solar panels from Southeast Asia contributed to a 26% decline in imports, raising costs per installed watt and threatening utility-scale project viability.
• Wind power: Raw materials such as steel, aluminum, and rare earth magnets used in turbine blades and nacelles have seen price hikes due to broader trade conflicts.
• Battery storage: Tariffs on key lithium-ion battery components disrupt pricing predictability and discourage large-scale investment.

These inflationary effects reduce the competitiveness of renewable energy versus fossil fuels in unsubsidized markets. Developing nations that rely heavily on low-cost imports to scale clean energy deployment are particularly affected. The irony is glaring: the tools meant to hasten the end of the fossil fuel era are being made more expensive by the very policies designed to support local transition efforts.

2. Supply Chain Disruptions and Strategic Bottlenecks

A resilient energy transition depends on the timely and efficient flow of components across borders. Yet tariffs inject friction into this flow, resulting in significant disruptions:

• Delayed deployment timelines: Project developers in Africa, Latin America, and Southeast Asia often report procurement delays of 3–6 months due to sourcing challenges.
• Uncertainty for investors: Unpredictable tariff policies create a volatile business environment, disincentivizing long-term investment in clean energy infrastructure.
• Relocation inefficiencies: To bypass tariffs, manufacturers are shifting operations to secondary locations. For instance, some Chinese firms have moved solar production to Laos and Indonesia, which introduces new compliance risks and logistical complexities.

These bottlenecks slow down grid integration, strain local supply chains, and jeopardize national renewable energy targets.

3. Global Energy Inequities Deepen

Tariff impacts are highly uneven across the globe. Wealthier countries like the U.S. and Germany can buffer the inflationary effects through robust tax incentives and domestic subsidies. Meanwhile, developing nations are forced to bear the brunt:

• Increased energy poverty: In sub-Saharan Africa, where over 600 million people lack electricity, low-cost solar panels from China have played a crucial role in rural electrification. Tariffs now threaten to reverse gains.
• Financing barriers: As technology costs rise, the already substantial funding gaps widen. According to the Climate Policy Initiative, less than 10% of global climate finance reaches the Global South.
• Technology lockout: High-income countries are accelerating their transition through domestic manufacturing and R&D, while poorer nations face limited access to new technologies, further entrenching inequality.

In essence, tariffs are turning what should be a collaborative global mission into a geopolitical race where the vulnerable lose out.

4. Domestic Manufacturing vs Global Collaboration

Tariffs are often justified on the grounds that they stimulate local industry, reduce foreign dependence, and create jobs. The U.S. Inflation Reduction Act is a high-profile example, promising billions to support domestic green manufacturing.

Yet this approach comes with caveats:

• Long timelines: Building robust local industries is a multi-year process. Immediate clean energy deployment needs cannot wait.
• Market distortion: Protecting local manufacturers may reduce global competition, stifling innovation and increasing prices.
• Global fragmentation: As each country seeks self-sufficiency, collaborative efforts on R&D, standardization, and deployment suffer.

The optimal path lies in hybrid strategies—supporting strategic domestic capabilities while fostering open access to global innovations and markets.

5. Implications for Climate Targets

The International Energy Agency (IEA) and the World Bank warn that to stay on track with the 1.5°C Paris Agreement goal, global renewable energy capacity must triple by 2030. Tariffs undermine this ambition in several ways:

• Deployment delays: Higher costs and longer timelines reduce the number of clean energy projects that can be brought online.
• Reduced innovation: A fragmented market results in duplication of efforts, fewer shared platforms, and slower progress in critical research areas.
• Breakdown in trust: As the Global South sees industrialized nations prioritize self-interest through tariffs, confidence in multilateral climate negotiations diminishes.

Without urgent reforms to harmonize trade and climate policy, these barriers could permanently derail collective climate action.

Policy Recommendations: A Just Trade Pathway

To reconcile climate justice with trade policy, nations must take coordinated and principled steps:

1. Climate-Aligned Trade Agreements
   Establish global frameworks that exempt clean technologies from protectionist tariffs, with provisions under bodies like the WTO and UNFCCC.
2. Technology Transfer & Climate Finance
   Honor and expand commitments to support the Global South through the Green Climate Fund and bilateral technology partnerships.
3. Strategic Tariff Design
   Limit tariffs to critical security concerns, set clear expiry dates, and provide tariff exemptions or rebates for low-income nations.
4. Strengthen Regional Green Supply Chains
   Encourage regional partnerships such as AfCFTA in Africa and ASEAN in Asia to create shared clean tech production ecosystems.
5. Global Governance Reform
   Empower institutions like the G7, G20, and WTO to act as arbiters in aligning trade policy with climate goals.

Conclusion

In their current application, tariffs represent a serious risk to the just energy transition. They inflate prices, disrupt supply chains, exacerbate inequality, and sow mistrust between global partners. While national industrial strategies are important, they must not come at the expense of international solidarity and climate cooperation.

As the planet faces increasing climate-related shocks, the need to reconcile trade protectionism with climate justice is both urgent and non-negotiable. The world does not have to choose between national interest and the global good. A carefully designed, inclusive, and collaborative trade framework can deliver both.

Only through harmonized, climate-conscious trade policy can we ensure that the clean energy transition is not only fast but also fair.

Interview

TT: Can you start by providing some context about your role at Eranove?

RO: I’m Ralph Olaye, Head of Business Development at Eranove. My role involves developing new projects and leveraging the expertise we have built within the group to expand our operations. We started with a strong presence in Côte d’Ivoire and Senegal and have since expanded into Togo, Benin, Gabon, the Democratic Republic of Congo (DRC), and Madagascar. We are also exploring opportunities in other African markets.

TT: How many markets are you currently active in?

RO: We are operational in five markets and are developing projects in several others. Africa is our core focus. Eranove is a Pan-African industrial group, which is reflected in our mission: Projects in Africa, by Africa, for Africa.

TT: We’re here at SIREXE, the first edition of this event. What key message do you want to convey?

RO: SIREXE is unique in bringing together three interdependent sectors—energy production, extractive industries, and mining—allowing for a critical tripartite discussion. We produce electricity, often using extractive resources like gas, while mining companies are among the largest consumers of that energy.

To answer your question, Eranove operates over 1.5 GW of power on the continent, making us one of the largest private players in West Africa, particularly within the West African Monetary Union (UEMOA), where we are the leading operator.

Our core message is clear: We are a private group delivering public services through innovation. This innovation is not just technological but extends to financial strategies, workforce training, and operational processes. Private-sector involvement enhances efficiency and service reliability, often surpassing what traditional public utilities can offer. We’ve demonstrated this in Côte d’Ivoire, where our electricity prices remain competitive while maintaining high service reliability.

TT: Sustainable development is a major theme here. You’re integrating renewable energy like solar into your mix. How do you decide which projects to pursue?

RO: Sustainability for us is multi-dimensional. It’s about long-term partnerships with governments, ensuring quality service delivery, and minimizing environmental impact. We have focused heavily on hydropower, as it provides a stable base load. Unlike solar, which has become more accessible, hydropower projects require extensive feasibility studies, environmental assessments, and long-term financing—areas where we have significant expertise. While we haven’t yet incorporated solar farms, we acknowledge their growing role in Africa’s energy transition and collaborate with innovative players in that space.

TT: Let’s talk about Nigeria. It’s well known that private sector efficiency in resource allocation surpasses that of the public sector. However, Nigeria faces severe electricity challenges. What would it take for Nigeria to reach the level of electricity access seen in Côte d’Ivoire? Have you engaged with Nigerian officials on potential projects?

RO: Public-private partnerships (PPPs) are central to our approach. The private sector alone cannot succeed without the right regulatory and policy environment. Côte d’Ivoire provides a strong example where government vision, clear regulations, and an independent regulator create a thriving electricity market.

Nigeria is a complex yet promising market with over 200 million potential consumers. However, its grid infrastructure is less developed than Côte d’Ivoire’s, creating opportunities for mini-grids and decentralized energy solutions. The privatization efforts initiated in 2012-2013 were promising, but one critical missing element was tariff certainty. Private investors need assurances that tariffs will be adjusted to reflect actual costs, ensuring profitability. If governments don’t subsidize electricity appropriately or fail to enforce cost-reflective pricing, utilities struggle financially, leading to system failures.

TT: Given Nigeria’s ongoing reforms, particularly reducing electricity subsidies, would Eranove reconsider entering the Nigerian market?

RO: Absolutely. We are closely monitoring the second wave of reforms led by NERC (Nigerian Electricity Regulatory Commission). The push towards cost-reflective tariffs and regulatory improvements makes Nigeria more attractive. Many players, including Eranove, are eager to engage, but we need to see consistent implementation before making firm commitments.

TT: Thank you so much for your time. We appreciate your insights.

RO: My pleasure. Thank you.

By Jean Christophe, Managing Director of Siemens Energy Francophone West Africa

Interview

TT: Jean Christophe, it’s a pleasure to see you again. I think the last time we met was at the German African Energy Forum in Hamburg—what, two or three years ago?

JC: Yes, two or three years ago.

TT: It’s been some time! That was not in Abidjan, unfortunately. But now we’re here in Abidjan, which is even better, for SIREXE. This event brings together the petroleum, mining, and energy sectors, which are becoming central to the country’s economy. We’ve heard from the Vice President and the Minister that they want to make energy a second economic pillar. So, Zis Energy is here for SIREXE—what’s your message?

JC: We are here to showcase our products, solutions, and technologies. Our aim is to support Ivory Coast’s strategy of becoming an energy hub for the subregion. We are involved in all parts of the energy sector—from oil and gas to electricity production, transportation, and grid stability.

TT: You mentioned grid stability, which is critical for building a sustainable system. Often, we focus on generation, but if you can’t transport or distribute the electricity, there’s a problem. What does grid stability mean to you, and how do you help achieve it?

JC: Historically, Ivory Coast’s electricity production has been 70% gas-fired power plants and 30% hydropower plants. Now, they’re starting to integrate photovoltaic (PV) plants in the north—like the 30 MW Boundiali project, which is expected to expand.

The challenge is that most gas-fired plants are in the south, while new PV plants are in the north. Transporting electricity between these regions can create instability. We offer solutions like synchronous condensers and STATCOMs to stabilize the grid. We already have successful installations, such as a STATCOM in Ghana, and we hope to see similar projects in Ivory Coast in the coming years.

TT: With the influx of renewables, particularly solar, the grid will need to integrate these new power sources. Some countries limit renewable penetration to 30% to avoid grid disturbances. How are you preparing to manage this transition?

JC: We focus on grid stability rather than PV production. Our team at Siemens Energy is skilled in understanding technical specifications for these solutions and in providing them to power utilities.

The real challenge will be training local personnel at companies like Côte d’Ivoire Energies and CIE (the private grid operator). Currently, the grid is simple and stable because it relies on predictable gas and hydro sources.

However, with new PV plants and seasonal hydropower variability, grid management becomes more complex. Decisions like balancing power sources cannot rely on human judgment alone. Digitalization and automation—potentially with AI—will be essential. The skills to implement this are currently missing, not just in Ivory Coast but globally.

TT: I was speaking to the CEO recently, and they shared impressive statistics—only 8% distribution losses and 98% bill collection rates. That’s remarkable for any utility. How do you think Ivory Coast has achieved this, especially compared to other African markets?

JC: There are two main reasons. First, Ivory Coast reformed its electricity sector early, in the 1990s. They signed the first independent power producer (IPP) contracts and split the sector into production, transportation, and distribution.

The government subcontracted transportation and distribution to a private company, CIE, under a concession agreement with clear performance targets. If CIE doesn’t recover revenue, they aren’t paid. As a private company, they have the flexibility and incentive to perform efficiently.

For example, private companies can quickly procure equipment like meters without going through lengthy public tender processes. This flexibility allows them to respond faster to technical failures and reduce distribution losses.

TT: That makes perfect sense. Many utilities across the continent struggle with inefficiencies and bankability. It seems a controlled liberalization—where private companies take responsibility under clear performance targets—could be a solution.

JC: Exactly. With proper agreements and targets, private companies can ensure efficiency while delivering value to the public.

TT: Do you have any final thoughts on SIREXE or Ivory Coast’s energy sector?

JC: This event highlights the tremendous potential for Ivory Coast to become an energy hub in West Africa. I hope this progress extends to neighboring countries, helping build stronger energy sectors across the region.

TT: Excellent. Thank you very much, Jean Christophe. And I hope we won’t wait as long to meet again!

JC: No, no—you’re invited back to Abidjan anytime!

Interview

TT: I’d like to understand how you are tackling the energy transition, encouraging your members to decarbonize, and what role events like SIREXE play in this process.

JC: Sure. My name is Jean Diplo, and I am the current President of the Chamber of Mines of Côte d’Ivoire, which represents the country’s mining sector.

The GPMCI was created about 15 years ago as the voice of the industry, covering everything from upstream exploration to downstream activities, including mining and related services. Today, we have nearly 80 members, representing major mining companies and related service providers across the country.

Our members are engaged in a range of activities, primarily focused on precious metals like gold, but we are also seeing emerging opportunities in manganese, nickel, graphite, and chrome.

TT: What is the Chamber’s role in advancing the industry, and how do you interact with the government?

JC: Our main role is to defend the interests of our members and collaborate with the government to develop a conducive legal framework for the mining industry. We are fortunate to have an excellent dialogue with the government, which has been one of the key reasons for our success over the last decade.

For example, in 2014, we worked with the government to implement a mining code that was internationally praised for its attractiveness. This legal foundation enabled significant mining discoveries and project commissions in Côte d’Ivoire.

We are now collaborating on revising this mining code to adapt to current industry trends and challenges.

TT: Today, you signed a new agreement. Can you tell us more about its significance?

JC: Yes, today we launched a private fund aimed at developing local content within the mining sector. This is essentially a private equity or trust fund that workers in the industry will contribute to, supported by the mining companies.

The fund’s purpose is to finance projects from within the mining value chain that directly benefit the workers. For example, if a worker has an idea for a maintenance, catering, or agro-business project related to mining but faces challenges securing traditional bank loans, this fund will provide easy access to financing.

TT: How does the Chamber tackle the energy transition and encourage members to decarbonize operations?

JC: This is a critical question because sustainability is now a global priority. Mining companies in Côte d’Ivoire are fully aligned with international efforts to reduce carbon emissions.

Many companies have already started incorporating solar energy to address the power insufficiencies in the country. For instance:

• Roxgold and Lafigue are building solar farms.
• My own company, Bonique Global Mine Allied, is also planning to transition to solar power.

We are focusing on energy efficiency across all operations, including automation, optimized fleet management, and better instrumentation. Additionally, companies are taking action to offset emissions. For example, my company is developing a private forest to capture carbon and preserve endangered species.

TT: That’s impressive. What types of projects will the new fund finance?

JC: The fund will prioritize projects within the mining value chain, such as:

1. Maintenance services for mining operations.
2. Catering services to support mining workers.
3. Agro-business initiatives to diversify local economies.
4. Processing and manufacturing plants, like local limestone grinding facilities to support mining processes.

We’ve already built a portfolio of potential projects, and the fund will be governed by an advisory board to evaluate and approve them.

TT: Do you have a target for this fund?

JC: Yes. Over the next three years, the fund aims to reach 45 billion CFA. Looking further ahead, by 2034, we are targeting 1.45 billion CFA—approximately $200 million USD.

This projection assumes contributions from half of the industry’s current workforce, which is about 12,000 people. However, the mining workforce is growing rapidly, so we expect to exceed these targets.

TT: This conference focuses heavily on sustainable development. How are your members ensuring sustainability across their operations?

JC: Sustainability involves three key elements:

1. Workforce Development: Investing heavily in skills training and capacity building to ensure a sustainable talent pipeline.
2. Financing Tools: Providing innovative financing mechanisms—like the fund we discussed—to empower local businesses and workers.
3. Community and Environmental Integration: Ensuring that mining operations positively impact local communities and the environment.

For example, we focus on green initiatives, such as efficient water and energy management, while also addressing emissions through sustainable practices. This is part of our commitment to operating responsibly.

TT: Thank you for your insights. It’s clear that Côte d’Ivoire’s mining sector is not just growing but also embracing sustainability. Do you have any final words?

JC: Thank you. Côte d’Ivoire has immense potential to become a regional hub for the mining and energy industries in West Africa. I hope the success we’re achieving here can serve as an example for other countries in the region.

TT: Excellent. Thank you very much, and congratulations on today’s achievements.

JC: Thank you. It’s been a pleasure.