Tanzania is one of Africa’s most dynamic economies.
- The economy grew 7% in 2016 making it one of the fastest growing in Sub-Saharan Africa
- Helios Towers entered Tanzania in 2011 and we have grown our tower portfolio through a mix of build-to-suits and sale & leaseback transactions
- In the most competitive telecoms market in Africa, HT is delivering major efficiencies to customers – such as reducing site visits to one per month while maintaining service quality
- Smarter power solutions include a significant investment in solar technology
3,519 sites 2.13x Tenancy Ratio
99.99% Average weekly uptime
63% Market Share 22 Orange/Black Belt Employees
49m Population 2016 6.7% GDP Growth
5.4% Mobile Subscription Growth
42% Mobile Penetration 42m Mobile Subscriptions
Source: World Bank. Hardiman Report, 2016. Includes multiple SIMs
|Philippe Loridon||Chief Executive Officer|
|Gwakisa Stadi||Finance Director|
|Eleanor Ngalo||Legal Manager|
|Ahmed Mohamed||Sales & Marketing Director|
|Francis Kiaga||Head of Human Resources|
|Fritz Dzeklo||Project Director|
|Jaffary Kiama||Head of Operations & Maintenance|
|Mohamed Kassam||Head of Supply Chain|
|Rajab Kondo||Head of NoC|
|Mercy Lyimo||SHEQ Manager|
|Togani Ngotta||Contract Manager|
Creating a partnership with our partners
NEWL provides maintenance support for 965 of our sites in Tanzania, and has worked with Helios towers for four years.
Site visits were high due to a lack of coordinated activity and to issues not being fully closed out. There were instances of overresourcing in some areas, as well as a sense of ‘police & culprit’ rather than a joint effort, resulting in a lack of transparency.
The Six Sigma solution
Working closely with NEWL, we implemented our ‘One Team One Business’ approach, fundamentally shifting the culture to one of a joint enterprise. This was reinforced by moving four HT staff into NEWL’s offices, immediately boosting interaction and decisionmaking. Our people also attend daily Visual (i.e. face to face) Management meetings, where decisions, commitments and results are given on the spot.
We also sponsored Six Sigma training for selected NEWL staff, and introduced 1SVM (one site visit per month), enabled by the close synchronisation of planning and resource from both partners.
- A major reduction in required site visits from 3.0 per month to 1.2
- Significant attendant savings in time, mileage and opex, particularly in fuel (reduction of fuel used on site visits by 40%)
- A 90% reduction in downtime penalties payable to HT, and therefore a significant improvement in rebates due to our end customer
- The average downtime of sites maintained by NEWL reduced by 54%
- Greater effectiveness of preventative maintenance, audited jointly by HT and NEWL
- Safety: closer coordination between our respective SHEQ departments, leading to cleaner, more environmentally compliant sites, with safer working conditions.