Zamlim Investments was established in 2007. Our primary aim is to enable companies and organizations in developmental state countries to meet their implementation potential. The challenges of companies and organizations in developmental state countries are very different to the challenges of those in developed nations. We believe that sub-Saharan countries will be driven by 4 key growth enablers:


Zamlim has a keen focus on facilitating investors and projects. This includes identification of early-stage projects requiring the capital injection to transaction advisory services with DFIs and Private Equity players and high potential opportunities in sub-Saharan Africa. Our aspiration is to continue to support the growth of mining, manufacturing and tech-enabled industrialization, as our portfolio widens and deepens.


Our Human Capital division focuses on supporting blue chip organizations to drive corporate objectives. Unlike your typical “recruiter” we believe that the commoditized nature of educational institutions and the qualifications churned out requires a more thorough and tailor-made approach to the selection and placement of talent. This, in turn, will make sub-Saharan organizations much more competitive globally, with us contributing to a more globally relevant localized human capital base.


Innovation is a core competency and interest in Zamlim Investments. African companies’ ability to compete on a global stage will require innovations that disrupt the status quo. We have proved this in practice and a leading example is our innovative work where Zamlim Investments was given the official mandate to source all sub-Saharan fuel related needs for Uber (the world’s largest technology-enabled logistics provider) via an innovative JV with Shell Downstream SA. This ground-breaking transaction is proof that it is perfectly possible for African SMEs to partner with and work with the world’s largest brand names on an equal footing through the power of innovation and the application of disruptive strategies.


Implementation is the glue that binds all of our efforts at Zamlim Investments. Developmental state regions such as sub-Saharan Africa require some thought around strategy, but a greater deal of focus on implementing and executing. Zamlim Consulting Services does just that. We have a network of practitioners whose sole aim is project delivery. We believe in fewer frills and a greater focus on schedule, cost, and scope. We have a wealth of prior experience locally and internationally, working on some of the most critical challenges faced by clients of top-tier strategy consulting firms and we now apply these skill sets and share our experiences with our own client base that we are growing in sub-Saharan Africa.

Zamlim has well-established mining, power and logistics consulting teams in Africa

Established mining, power and logistics teams in the Central and Southern Africa region.

Zamlim has an established team of  practitioners with deep experience in mining, mineral processing, beneficiation, power, logistics and mineral economics (including commodities trading) particularly in the SADC and East Africa

Country strategy and investment promotion experience.

A great deal of the country business cases will be GDP impact and associated ancillary industry growth (OEMs, explosives, consumables, PPE etc.). Zamlim has established practices and economics practitioners to build this case for change.

Access to and influence with development finance partners.

The majority of African governments are unlikely to fund change these programs due to capital constraints and competing for social programs. Access to development finance partners such as the ADB, IFC, DFID and World Bank is crucial. Zamlim has a wealth of experience working with DFIs and Private Equity players.

Network and client base of junior to mid-sized mining companies.

To quickly build traction in the mining space the ability to quickly attract junior and mid-sized miners to drive exploration and production is critical. Zamlim has access to many of the leaders of such organizations and can drive the investment promotion side on behalf of governments and private sector players.

Some recent experience in the mining and infrastructure space in sub-Saharan Africa includes:

Cobalt refinery expansion: Development (present) of client from 3rd largest cobalt producer (12.5 ktpa) globally to largest producer globally (25 ktpa), Kitwe, Zambia

New build/ greenfield projects: Build and commissioning of ab $800 million, 100 ktpa copper tailings Hydromet facility in Katanga, DRC.

Business Improvement: Delivery of over $100m of savings at 3 mines in DRC, build of tank leach plants to process fines and drive average C1 cost from $2.37/lb to $1.50/lb

Power supply: Funding and refurbishment of 2 hydro-electric power stations (Koni 1 and Koni 3) in the Katanga region of the DRC and guaranteed offtake from mining clients

Power generation: Zamlim consultants worked on both the new power station build Medupi as well as the wider Outages maintenance programme that Eskom ran between 2012 and 2014, South Africa

Power quality: Development of power quality programs for mining clients including large-scale hydrogen fuel cell storage, PV/diesel genset hybrids and current efficiency work at plants, SADC

Mining rail integration: Increased rail logistics for mining client by joint infrastructure development (bridge, siding and rail line development) with SNCC and load planning with ZRL, DRC

PMO and execution: Zamlim build BHP Billiton (Manganese division’s) PMO capability and managed over $200m of sustaining and growth capex between 2010 and 2011 on behalf of the organization, South Africa

Operations improvement: Zamlim is currently responsible (2015 to present) for the full operations improvement programme across 4 mines for the largest Kazakhstan operator, whose $1.5 billion revenue copper and cobalt operations are SADC based, DRC and Zambia

Trucking operations turnaround: Responsible for the operations improvement work (2014 – 2016) at Cargo Carriers (a sub-Saharan trucking business) including increases in RPK, CPK, fleet rationalization and profitability work, Zimbabwe and South Africa

Capital markets: Work completed with the several African governments to increase project funding viability by increasing mining loan books as well as de-risking projects by structuring funding with local pension funds, SA, Zimbabwe, East African Market

Port turnaround strategy: Mining specific port operations improvements at Richard Bay MPT, including commodity rationalization, improvements to berth utilization, equipment availability, and planning, South Africa

Logistics: Zamlim was instrumental in the development of the R300 billion, Market Demand Strategy for the capitalisation and development of Transnet as a firm leader in the global logistics space, South Africa