Meddy Matshalaga Three Gem Gold Mines

Mining has been identified as one the key drivers of the local economy and Meddy Matshalaga is one of the few women operating a mine. 


She is the executive director of Three Gem Gold Mines in Zvishavane and chairs the Licensed Gold Buyers’ Association of Zimbabwe. 


ND: Can you give us a brief background of your company?


MM: Three Gem Gold Mines started at the end of 2007. We started serious operations in 2008 when things were really tough during the Zimbabwe dollar era. The mine started with what you call custom milling (stamp mill) for small-scale miners in Zvishavane where we provided a service to small-scale miners who brought their ore for grinding to produce gold. We began to do mining at very low scale and, later, we received a buying and selling licence. 


The company was established with $40 000 savings from my Development International consultancy business. I used the money for construction, bought transformers and a stamp mill.


ND: What motivated you to get into this line of business?


MM: I think two things happened. Initially, it was because I just wanted to have another business in case I got tired of working formally, but the real thing that really motivated me was some time back, I think in 2007, the Ministry of Gender and Woman’s Affairs hosted a field day in Zvishavane where I participated. 


It was at that time the Reserve Bank of Zimbabwe used to do a lot of mining in Zvishavane and worked with rural women, pounding and processing gold. So it was mainly woman labour. I loved seeing women participating, but I felt it was too much work for them on one hand, but on the other, I realised women could contribute to the economy in a positive way.


ND: How have you managed to get to where you are today?


MM: It has been a long story, I guess. I don’t know whether I can call myself somebody who has made it. But I think it is through hard work by somebody who had a passion for the sector. The sector is very active once you are in it, so you want to continue. However, I think the most important thing is to put some professionalism into the work. 


ND: What is your opinion on the mining industry and general performance of the gold sector?


MM: I would say the mining sector is one of the key drivers of the economy. Gold is also one of the major minerals contributing to the export market and I am sure the gold sector will surpass the target of 13 tonnes anticipated by year-end.


We have had a favourable environment given Europe is struggling and prefers keeping its wealth in gold. This has encouraged a lot of production in the sector, but again I think the sector is not really being fully maximised. There is need for more resources and technological know-how on gold extraction.


ND: Given that there are very few women in mining, what are some of the challenges you face?


MM: The mining sector is heavily dominated by men even in extraction itself. Women need to be educated even in little things such as how to register a mine and how to handle labour issues. At times women get cheated to get some of their work done. There are, however, a number of women working hard and doing well.


ND: What advice can you give to other entrepreneurs who are in your line of business?


MM: The secret to running a business successfully for a long period of time is by running it professionally.
Such issues as employees and banking are critical for a successful business.


The most important thing is to comply with the regulations of the country. If you are playing football understand what is wrong and what is right. Comply with the laws, labour law and Zimra (obligations). Just comply from A to Z. When you comply you don’t need to worry. You get visitors at your premises.
Let us toe the line in all respects 


ND: What do you think should be done to improve mining in Zimbabwe?


MM: Small-scale producers need support so that they can maximise their potential. They need access to compressors and education on how to grow their businesses.


If all miners could comply and contribute the relevant taxation they owe, then the economy will do very well. Look next door in Botswana, they are doing well as a country as their revenues are being channelled towards development through the construction of schools, roads and hospitals, among other infrastructure.


ND: What are your future plans?


MM: My future plan is to add value to the Licensed Gold Buyers Association of Zimbabwe (LGBAZ). We want to make it efficient and grow the association to enable it to provide services to its members so they can run their businesses professionally.


The growth of good practices by members will enable a significant contribution to the fiscus. We recently made an application for LGBAZ members to be allowed to export their gold so they could enjoy benefits of economic liberalisation.


(c) Newsday

July Ndlovu Director at Anglo Platinum

July Ndlovu Director at Anglo Platinum

BSc (Honours) (University of Zimbabwe), MBL (Unisa), CSEP (Columbia), BLP (Duke Corporate Education)

Executive head: Process  at Anglo Platinum.Sitting on the executive committee of one of the world’s biggest multi-national mining companies

July graduated in Engineering and Business Leadership from the universities of Zimbabwe and South Africa respectively, and completed the Senior Executive Programme with Columbia Business School. He was previously employed in Zimbabwe by Anglo American Zimbabwe subsidiaries, where he held senior managerial positions in metallurgicaloperations and technical services. He transferred to Anglo  Platinum in 2001, was initially appointed business manager  of Polokwane Smelter, and later became head of process  technology. In September 2007 he was appointed executive head: process at Anglo Platinum.

Sitting on the executive committee of one of the world’s biggest multi-national mining companies, July Ndlovu, refuses to let power go to his head.

“I am no different from the ordinary man on the street and I would not call myself a successful person,” he says with true humility. “I am just an ordinary man working very hard and I have been pretty fortunate to have the opportunity to work with people who believe in me.

If the truth be told, there are many other people who are as qualified as I am and others who are brighter, but are still nowhere near where I am now.”

In his fourth year as Executive Head of Process, Member of Executive Committee and Member of Operations Committee at Johannesburg Stock Exchange-listed Anglo Platinum Ltd, Ndlovu (45) is one of very few blacks to hold such a post in mining here.

How to be a Millionaire

With Anglo-Platinum being the world's leading primary producer of platinum group metals and accounting for about 40 per cent of the world's newly-mined platinum, Ndlovu’s phenomenal rise up its ladder cannot be downplayed, even by the man himself.

Ndlovu, who graduated in Engineering and Business Leadership from the Universities of Zimbabwe and South Africa respectively, and completed the Senior Executive Programme with Columbia Business School, is also the Chairman of Anglo’s Zimbabwean subsidiary, Unki Platinum, which resumed operations late last year.

Cause for celebration

As the interview continues, Ndlovu begins to admit that his status in business is something out of reach for an ordinary man. His rise from a boy born to a poor peasant family in dusty Shurugwi, Zimbabwe’s Midlands province, is real cause for celebration, a great inspiration to every Zimbabwean, and indeed most Africans.

“I enjoy being in business, making money for my shareholders, but I love more the fact that things that I do, such as the company’s social responsibility, make a difference in society,” he says.

“Platinum group metals have gone a long way to solve some of the society’s most intractable problems and being part of that makes me happy.”

Ndlovu gives credit to his poor parents, who kept him on the straight and narrow and believed in the last-born of the family of six.

“In poor families, more often than not, the hopes and aspirations for children is quite limited. But I was fortunate to be born to parents who found it within themselves to believe and hope that their son could do something much more than they had done themselves,” he says.

Simple faith

“I learnt that if you dream that you can be something else in life, if you literally see beyond the horizon of the naked eye, have simple faith and believe in your dreams – you can achieve great things.

“Each one of us was born with a gift to be the very best that we can be. I realized that and worked through it and always had the feeling that I should make better my today than my yesterday. I also sought and got God’s blessings on my side.”

Ndlovu has worked for Anglo-Platinum for most of his life, having had stints at ZimAlloys, Zimasco and Bindura Nickel Corporation, before migrating to South Africa in an intra-company transfer in 2001.

He served as Business Manager of Polokwane Smelter and also as its Head of Process Technology, before he rose to his present post in September 2007.

He still has high hopes for his home country. Unki’s operations are part of his grand plan to get Zimbabwe working again.

“It is pleasing to employ local people, contribute to local economy and exploit resources for the common good of the Zimbabwean people.”

And the best way for a child to lay the foundation for a decent future?

“Education, education, education,” emphasizes Ndlovu.

“I would like to advice the youth to take their education seriously because it is the only way through which they can open doors to opportunity. To be able to play the game, you need to first get the ticket and get in, and then you can start thinking about playing the game.”

Ndlovu also has advice for Zimbabweans in the Diaspora and great predictions for Zimbabwe’s economic prospects.

“Getting a chance of a breakthrough will always be difficult in a foreign land, but there are still vast opportunities opening up in Zimbabwe, which we should take advantage of,” he says.

“Instead of killing ourselves trying to find work in foreign lands, we should go back and leverage the skills we have acquired outside. Every Zimbabwean who has lived outside the country has learnt something valuable that they should consider giving back to their country. I have met teachers who have become nurses and engineers who have become managers of Zimbabweans in the Diaspora.

“Zimbabwe will reclaim its place as one of Africa’s best economies, but that will take willingness, determination and selflessness on the part of our leaders. Political divisions will not take us forward but only drag us down. We need to stand together as Zimbabwean people to make progress. Thank God we are not sinking any more.”

(c) The Zimbabwean

Ben Magara CEO Anglo Coal South Africa

Bennetor (Ben) Magara (44)
BSc (Engineering) (Honours), ADP 
EXECUTIVE HEAD: ENGINEERING AND PROJECTS

Ben was appointed executive head: engineering and projects on 16 November 2009. He is also a non-executive director of Anglo American South Africa since 2006 and is the former CEO of Anglo Coal South Africa. Ben has more than 20 years’ experience in the mining, energy and logistics industries. He is the former chairman of Richards Bay Coal Terminal and the Eskom 2008 Coal Working Group. He is on the board of trustees of the UNISA foundation. 

Anglo Coal's Zimbabwe-born Ben Magara (37) is known as "Mr Smarty". The handle is not a reference to his mental abilities but an acronym for the safety campaign he led at New Denmark colliery, where he was the first black minemanager in the Anglo Coal group. 


Magara did not invent "Smarty" (derived from Safety Must Always Relate To Yourself). The concept came from his predecessor. But he ran with the campaign so effectively that he became inextricably linked with it. 


New Denmark set a series of productivity and safety records within the Anglo Coal group and aspects of the campaign, with its associated mascots, are now being adopted at other Anglo Coal collieries. 


Safety is paramount, says Magara. "Nothing is so important that it cannot be done safely. If it cannot, then we don't want it." 


He adds that one of the additional satisfying benefits of coming top in the Anglo Coal safety league was that New Denmark got to throw a huge party for its workers. The live entertainment included Johnny Clegg and it was all paid for by the other collieries in the group. 


Magara was born near the Zimbabwean town of Masvingo into a family of nine children. He grew up in a rural environment and recalls how his schooling was frequently disrupted in the summer months because the school he attended was on the other side of a river which had no bridge. 


Despite this, Magara went on to complete a degree in mining engineering at theUniversity of Zimbabwe and joined Wankie Colliery, then still part of Anglo American Zimbabwe. 


After four years he was transferred to SA and flew into JohannesburgInternational on a day that is engraved in his memory: March 28 1994. That was the day the Shell House shootings took place. The scheduled introductory visit to Anglo head office in central Johannesburg was cancelled. Magara was whisked away to New Denmark, near Standerton, in southern Mpumalanga. 


Eleven years later, Magara lives in Johannesburg, where his main concern is the traffic congestion he finds horrendous after the tranquillity of Standerton. His solution is to avoid it by getting to work at around 5.30 am and going home after 6 pm. But despite these long hours, Magara insists he is not a workaholic. 


Arriving in the new SA, Magara found himself ideally placed for career development in a mining operation that wanted to change the way it did business. He flung himself into it. 


He got his mine manager's ticket within a year and learnt to speak Zulu within six months. He worked his way through the ranks at a number of Anglo Coal operations until he was appointed mine manager at New Denmark in 2002 at the age of 34. He was promoted to GM a year later. 


Asked how he set about running New Denmark, he replies: "When I was appointed to the job I asked my bosses - Anglo Coal chairman Tony Redman and Anglo Coal CEO John Wallington - what they wanted me to do there. Their reply was, Go and be Ben Magara'. Those were wonderful words. I will never forget them." 


What Magara wanted was for New Denmark to be a happy mine. "You cannot be happy if you are injuring people," he explains. "You cannot be happy if your product quality is not what the customers want and your production costs are too high. 


"I spent an hour every morning for the first two months just talking to staff and finding out what they wanted and what they were prepared to do. That was invaluable because through those interviews, I picked people I felt were important to the operation and who could influence others. From there we got buy-in from the entire workforce." 

Magara says his management style is to "get to the coal face" and find out what his workers and staff require to improve their performance. He believes management of people is what differentiates companies and operations.

"Today everybody can buy the same technology off the shelf," he says. "The difference lies in the people. My approach is to get to know the people and they will tell me what needs to be done."

Anglo Coal is SA's second-largest coal group and produced 51,7 Mt in the year to end-December 2003.

Breaking that total sales figure down shows that 31,3 Mt of coal were sold to Eskom to be burnt in the utility's power stations and 20,4 Mt were sold to tradecustomers; the great bulk of that was exported through the Richards Bay Coal Terminal.

In his new position, Magara is responsible for five of Anglo Coal's 10 operating collieries. Three of his mines - New Vaal, New Denmark and Kriel - are major suppliers of coal to Eskom power stations.

Magara says his new job is essentially to be the link between these mines and Anglo Coal head office. "My main role will be to facilitate the sharing of best practice and communication between head office and the mines. My secondary role will be to participate in the strategic direction of Anglo Coal SA."

In his spare time - he does have some, he jokes - Magara plays golf and is "fanatical" about Formula One Grand Prix racing.

His own choice of vehicle is practical: a 4x4 Pajero. Not only do Magara and his wife and son enjoy the outdoors - their favourite region is the Drakensberg - but the Pajero is ideal for negotiating the rural roads in Zimbabwe, when he visits his family about three times a year.

Farai Rwodzi Zimbabwe Enterprenuer and Business Man

Farai Rwodzi

  Farai Rwodzi is a Zimbabwean entrepreneur in financial services, agriculture, retail, hospitality, manufacturing, property, and mining.

 Farai is a leading Zimbabwean entrepreneur with interests in various sectors of the economy including financial services, hospitality, industrial, property development and mining. He has been instrumental in the founding and/or transformation of several businesses and enterprises throughout the volatile economic environment that has characterized Zimbabwe since the late 1990s.

Farai Rwodzi is a Zimbabwean entrepreneur with significant investments in various sectors of the economy including financial services, agriculture, retail, hospitality, manufacturing, property development and mining. Farai is a chartered accountant by profession having served his articles of clerkship with Ernst & Young. He is the founder member of Interfin Holdings Limited incorporating Banking, Insurance and Stock broking businesses. He is currently a shareholder and a director of several listed and unlisted companies including the following:





























Farai is shareholder, chairman and director of several listed companies including:

Apex Corporation of Zimbabwe Limited – a diversified manufacturer of engineering products, including cast iron products, mining equipment and grinding mills.
Meikles Limited – a diversified hotel and retail agro conglomerate, dual listed in London and Zimbabwe.
Phoenix Consolidated Industries Limited – manufacturer of brushware, bathroom fittings, protective materials, clothing and wire products.
Gullivers Consolidated Limited – manufacturer of heavy engineering products such as railway wagons and steel fabrication products.
Interfin Financial Services – established in 1999, comprising of 4 core businesses, banking, term, life and health insurance and stockbroking and asset management. Interfin Bank merged with CFX in June 2010 to become a leading merchant and commercial bank in Zimbabwe. Farai no longer holds an executive role in the Interfin group of companies, but is non executive Chairman of Interfin Financial Services which is listed on the Zimbabwe Stock Exchange of which Interfin Banking Corporation is a subsidiary.
Aico – has diversified over the past 5 years from major player in the cotton sector to the FMCG business (with 49% purchase of Olivine from HJ Heinz in 2007). Aico owns 50.9% of SeedCo, and purchased Exhort Enterprises, vegetable packers, in 2006.
SeedCo – the largest seed producer in Southern Africa with branches in Zambia, Botswana, Kenya and South Africa.
Savannah – is the leading cigarette manufacturing company in Zimbabwe. Having started operating in 2002 as a threshing company, they are the proud manufacturers of Pacific, Pegasus and Branson families of brands. Headquartered in Zimbabwe, they are also found directly and indirectly in South Africa, Mozambique, Zambia, Lesotho, Swaziland, Malawi and DRC.

African Sun Limited (Regional) – with properties and management contracts in southern, central and west Africa.
Dawn Properties – property company on the Zimbabwe Stock Exchange.

Altfin Holdings Limited – holding company to a short term insurer and life assurance company.
Duration Gold Limited – is a Zimbabwe focused, private, emerging gold producer and explorer. Duration currently has a global resource base of 4.2 million oz of gold and is licensed to market and sell its gold on the open market.
Africom – is a Zimbabwean provider of telecommunications services, providing solutions in mobile and fixed wireless telephony and internet access.
James North – manufacturer and retailer of protective clothing.
Zimbabwe Alloys Limited – leading producer of high and low carbon Ferro Chrome as well as Ferro Silicone Chrome.
He is also a member of the board of stewards of the Mashonaland Turf Club which operates both the race courses in Zimbabwe as well as related betting operations and the Lotto in Zimbabwe.

Farai is on the Parents Liaison Committee of St Johns College and Parents Teachers Association of Peterhouse Girls School.

About Farai

I believe in Zimbabwe…it’s truly the last frontier…it’s the only place I want to be, Zimbabwean through and through, it has never occurred to me to live anywhere else

What drives me is the search for opportunity and creating long term relationships which translate these opportunities to wealth/value over the next several decades, money per se does not excite me.

I feel as if I am the luckiest person in the world, to be here, now, with the best people in the world, in a country that must surely possess the greatest potential in the world.

I travel widely in search of opportunity, including to the US, Europe, where I have business partners in Spain, as well as within Africa and to the East.

My odyssey is an annual outing for meditation and spiritual upliftment, being a firm believer that we are, after all, ”spiritual beings having a temporary human experience” .

I am passionate about what I do; what do I do, you might ask, I run Farai Rwodzi Inc, an investment vehicle which has a number of interests in most sectors of the Zimbabwe’s diverse economy.

The country’s resource and mineral wealth are stupendous; how to unlock value, responsibly, equitably and profitably , for the benefit of all Zimbabweans, is what drives me.

At 40, I believe time is on my side to quietly do my homework, patiently cultivating the conditions that will bring about the necessary conditions for Zimbabwe’s recovery. My primary tool is influencing.

What matters to me is whether I can live with what I do. I talk to people from all walks of life, of all persuasions and convictions. Each time I am left with the enduring view that we all have something to offer-we can all bring something valuable to the party. All people are yearning to be understood; they want to relate to others, and seek to be accepted for who they are.

We have a public persona that we must project, while at the same time we have our private persona, which often is who we really are…this private, little known person is the one I seek in each relationship I cultivate – that is the level at which we get the most out of each other…but peeling off each layer takes time!

I truly believe that Zimbabweans do not spend enough time really talking to each other. We are quick to judge and exclude. We do not seek to listen and understand another’s world view. We place each other in boxes; this compartmentalisation kills cooperation and collaboration. Who suffers – we do. This is an over-simplification, I know, but we have to get over the past, some time, and focus our energy on the future; not 2 or 5 years from now, but decades hence.

We Zimbabweans are the turn around agent, the catalyst for our country’s recovery – no one else.

We have to accept that there are certain things that may not happen in our lifetime, but we can, and must, set the preconditions for them to be a reality in the future.

Sport – I was left wing and wore the “famous” no 11 jersey for Churchill Boys High School, Harare, 1st XV. I still hold the second fastest time for 100m sprint in Zimbabwe, set in 1989.

Hobbies – meditation, reading

Culture – love to watch my children perform, across their various areas of interest

Vision – to leave the world a better place than I found it

The principles / values you live by – live life with passion, make a difference

www.farairwodzi.com