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.

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.

INTERVIEW

TT: Thank you very much, sir. CIE has been a main player in the electricity environment for over 25 years. What does this success mean for you, and how do you tap into these opportunities for the country?

AB: We believe that what has been achieved in Ivory Coast over the last 30 years is impressive, and we’ve tried to play our part in this journey. It’s a great platform to share what has been accomplished with other players in the market. At the same time, we want to hear from others because there are areas where we need to improve. It’s good to have an African platform where we can exchange ideas with other operators, suppliers, and governments to learn and improve.

TT: The future of the electricity market—how do you see it evolving, especially regarding technologies like smart meters and AI? Could you explain the vision for embracing digital innovation?

AB: I’d rather use the word present than future. As of now, we already have several million digital meters installed. For example, 75% of our clients are using prepaid digital meters, and about 10% are on distance metering, which doesn’t require sending staff on the ground.

We are generating billions of data points actively used by our engineers and data scientists. We are already leveraging AI for fraud detection. With digital meters, we can identify usage patterns to detect irregularities and improve performance.

Looking ahead, we’re focusing on adding more sensors to the network to monitor and better manage it, enabling us to plan for growth efficiently. We are actively working on this and coaching some of our staff with international partners.

TT: On sustainability—you’ve integrated solar power into your energy mix and developed microgrids. What are your plans for solar power, and what challenges do you foresee?

AB: In Ivory Coast, we operate the network and advise the government on strategy. The target is to reach 45% renewable energy by 2030. Currently, we’re slightly above 30%. This growth will be a mix of solar and hydro, as Ivory Coast has significant hydro potential.

Solar does present technical challenges. The more solar you integrate; the more balancing and network management are required. However, we’re aggressively working toward this goal.

TT: How are you addressing energy accessibility within the country?

AB: There are two main issues. First, extending the physical network to cities, and second, enabling people to connect to it. Ivory Coast’s government launched the ProElectricity program, and today, 95% of cities with populations over 500 have access to electricity. By next year, this work will be almost complete.

The next step is connecting individuals. Through the Electricity for All program, the connection cost has been reduced from $200 to just $2, with the remaining cost spread over 5–10 years. This program has been a massive success, enabling almost half of Ivory Coast’s population to access electricity.

TT: The growth has been impressive. Can you share some numbers and explain what makes Ivory Coast’s model successful compared to other African countries?

AB: In 2011, 2,000 cities were connected to the grid. Today, we’re close to 8,000—going from 25% access to almost 95% in just 13 years.

On connections, we used to add 100,000 clients per year. This year, we added 500,000 new clients, and next year, we aim for 650,000. To meet this demand, we’re expanding capacity while maintaining a focus on green energy.

What’s made this possible is a combination of clear government vision, specialized programs, and involvement of private players like us. For example, our distribution losses are only 8%, compared to the global best of 3–4%, and our collection rate is 98%. This efficiency ensures the system works sustainably.

TT: Do you have a wheeling policy in place, as seen in markets like South Africa?

AB: Yes, the law allows for excess power produced at a facility to be bought back by the government. Pricing and technical conditions are still being established. Additionally, taxes on renewable capacity installations have been eliminated, encouraging more production.

TT: Many African utilities struggle with high losses and inefficiencies. How are you supporting your counterparts in other countries?

AB: As a private player, we’re open to collaborations. For example, we’re currently working with Benin’s government to improve their utility’s performance. Our team of 10 people is helping them transform operations and achieve better results. We’re happy to share our expertise where needed.

TT: Thank you very much.

AB: Thank you.